Kettle Island Bridge Impact on Montfort Hospital

1. Kettle Island Bridge Impact on Montfort Hospital Nehad Shukur – Project Manager Dominique Nsengiyumva – Document Coordinator Bernard Langevin – Project Research Coordinator Nagi Khanager – Team Development Coordinator Wael Ismaeil – Client Liaison

2. Agenda • Introduction • The Project • Project Management • Team Management • Client Management • Lessons Learned • Conclusions

3. Introduction

4. I-The Project

5. II-The Project

6. III- The Realization

7. I-Project Management

8. II-Project Management

9. III-Project Management

10. Team Management Team Evaluation • Use of a questionnaire based on the team contract to evaluate its performance. • The results helped the team to adjust their behaviour such as the deliverable process, the role of certain team members, and the social interaction between team members.

11. Team Management Tuckman Model • Provided the opportunity to review the team experience • The team started to be more open to each about quality to meet the project objectives. • The team realized that project itself began slowly but the effort was not adequate to achieve project management, team management and the project deliverables to the highest team capabilities

12. Team Management MBTI • All member of the team have ESTJ profile except for one member who has an ISTJ profile • The challenge was to cope with similar profiles, which predisposed to conflict due to the presence of multiple natural leaders. • These similar profiles enhanced and created a sense of shared leadership among team members

13. Team Management • Kolb Learning Style • Following are the different styles of learning: • Diverging (feeling and watching):None • Assimilating (watching and thinking):Bernard and Dominique • Converging (doing and thinking): Nagi and Wael • Accommodating (doing and feeling):Nehad • The team has complementary styles of learning • The team has managed to offset the weakness of not being intuitive judgment in order to maintain good interpersonal relationship within the team and with stakeholders. • The team was not affected by lack of Intuitive judgment that is due to the project was mainly based on facts • Lack of diverging style did not affect the team creative thinking

14. Team Management • Learning Style: (Memletic) • There are two styles for which the team has strong weaknesses, the visual and the verbal learning. • The team has overcome these weaknesses by making the strongest visual persons convert into a verbal style the information and vice versa for the strongest verbal person in which good communication within the team contributed greatly in this case

15. Team Management Brown Model • Brown Model demonstrates the nine phases which the team goes through during the development lifecycle: • Phase 1 – Contracting/Assessment • Phase 2 – Competition/Development of Identity • Phase 3 – Differentiation/Carrying out procedures and Tasks • Phase 4 – Intimacy/Spontaneity • Phase 5 – Tolerance/Adjustment to Limitations • Phase 6 – Autonomy/Commitment • Phase 7 – Collaboration/Responsibility • Phase 8 – Integration/Assessment of Accomplishment • Phase 9 – Separation/Acknowledgment.

16. Team Management • The IMSR team went through the first eight of the nine phases. The team was able to understand the leadership style of each team member. This created a solid team understanding of the project goals • Spending considerable time together allowed team members to understand each other’s personality and individual reaction and solidify the bonds between them which lead to a more functional and productive team as time progressed

17. Team Management Six-Box Model • The Weisbord Model consists of six interrelated processes: Purpose, Structure, Rewards, Performance Mechanism, Relationships and Leadership to diagnose organizational problems • The discovered a prioritized list of possible priority list included changes to the “Relationships” and the “Performance Mechanism” box • Using this tool allowed us to be aware of issues that could impact our project negatively • Identifying these issues led to react quickly to improve team relationships by organizing activities events

18. Team Management Team Effectiveness Critique • The team did well in most of the nine areas of evaluation • Lowest values were the trust &conflict and evaluation criteria which was considered to be normal during the beginning of the project where the team members did not know each other • As the team relationship starts developing, and the team gets to know each other much better the score got higher • Most of the other criteria had close numbers which means that the team did not need to improve much in almost all of the areas • team members were effectively using and improving all the tools and procedures that were being introduced and created by the team • The decision making process was based on consensus or majority rule. The project goals and objectives were apparent and comprehensible to team.

19. Team Management • Leadership Style • The leadership styles of IMSR team are : • Authoritarian None • Participative Nagi, Bernard, Nehad and Wael • Delegative : Dominique • Most of the team members have Participative leadership style except for one member who has Delegative leadership style. • This explains why our team has worked together very well in democratic kind of environment where most of the decisions were shared by getting the team members inputs and feedback which influenced and enriched the decision making process.

20. Team Management IMSR Team Player Styles • Team player styles: Challenger, Collaborator, Communicator and Contributor • The IMSR team was primarily composed of contributors and collaborators • Lack of Challenger which was the imbalance that had to be dealt with • The most required styles: the goal-orientation of the collaborator which was complemented by the task-orientation of the contributor • The team needed the communicator to make sure that all decisions were well communicated • Team members were encouraged to exercise some challenges to make sure that no project aspect was left unattended

21. I-Client Management

22. II-Client Management

23. I-Lessons Learned

24. II-Lessons Learned

25. Questions? Thank You!